The Effects of leader–member perception of LMX quality Examination of the role of work value congruence and the relationship with member’s affective commitment and turnover intention
Article Sidebar
Main Article Content
Abstract
Unlike most leader-member exchange research based solely on members' perceptions, the purpose of this study is focusing on leader-follower mutual perceptions of LMX and how it is related to work value congruence and follower outcomes such as affective commitment and turnover intention. Furthermore, we consider organizational culture and LMX differentiation as contextual variables that influences an antecedent and consequence of mutual perception of LMX. For this study, survey was administered to employees of various companies, and both leader and follower reported their perceptions of LMX. We finally analyzed responses of 266 leader-member dyad from 60 teams of 19 companies. The results show that leader-follower work-value congruence positively related to LMX perceived by leader-member and the sequential mediating effect of mutual perception of LMX and affective commitment in the relationship between work value congruence and turnover intention. Especially, through multilevel analysis, we examined the cross- level moderating effects of contextual variables such as organizational culture and LMX differentiation on mutual perception of LMX. As expected, findings show that the positive relationship between work value congruence and LMX perceived by leader-member is strengthened in the low ““performance oriented”” culture compared to high performance-oriented culture. Although the result was marginally significant, we also found that the cross-level interaction effects of LMX differentiation based on leader ratings on the relationship between the leader-member mutual perception of LMX and affective commitment. This implies that high mutual perception of LMX quality increases subordinate’s affective commitment when leader’s differentiation is low, and it results in lower turnover intention.
Metrics
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1-18.doi:10.1111/j.2044-8325.1990.tb00506.x DOI: https://doi.org/10.1111/j.2044-8325.1990.tb00506.x
Allen, N. J., & Meyer, J. P. (1996). Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behavior, 49(3), 252-276.doi:10.1006/jvbe.1996.0043 DOI: https://doi.org/10.1006/jvbe.1996.0043
Anand, S., Vidyarthi, P. R., & Park, H. S. (2016). LMX differentiation: Understanding relational leadership at individual and group levels. In The Oxford handbook of leader-member exchange.(pp. 263-291). New York, NY, US: Oxford University Press.
Arnold, H. J., & Feldman, D. C. (1982). A multivariate analysis of the determinants of job turnover. Journal of Applied Psychology, 67(3), 350-360.doi:10.1037/0021-9010.67.3.350 DOI: https://doi.org/10.1037/0021-9010.67.3.350
Aryee, S., & Zhen Xiong, C. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59(7), 793-801. doi:https://doi.org/10.1016/j.jbusres.2005.03.003 DOI: https://doi.org/10.1016/j.jbusres.2005.03.003
Becker, T. E. (1992). Foci and Bases of Commitment: Are They Distinctions Worth Making? Academy of Management Journal, 35(1), 232-244. doi:10.5465/256481 DOI: https://doi.org/10.5465/256481
Bentein, K., Vandenberghe, C., Vandenberg, R., & Stinglhamber, F. (2005). The role of change in the relationship between commitment and turnover: a latent growth modeling approach. J Appl Psychol, 90(3), 468-482.doi:10.1037/0021-9010.90.3.468 DOI: https://doi.org/10.1037/0021-9010.90.3.468
Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588-606.doi:10.1037/0033-2909.88.3.588 DOI: https://doi.org/10.1037/0033-2909.88.3.588
Biemann, T.,Cole, M. S., & Voelpel, S. (2012). Within-group agreement: On the use (and misuse) of rWG and rWG(J) in leadership research and some best practice guidelines. The Leadership Quarterly, 23(1), 66-80.doi:https://doi.org/10.1016/j.leaqua.2011.11.006 DOI: https://doi.org/10.1016/j.leaqua.2011.11.006
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions. (pp. 349-381). San Francisco, CA, US: Jossey-Bass.
Browne, M. W., & Cudeck, R. (1992). Alternative Ways of Assessing Model Fit. Sociological Methods & Research, 21(2), 230-258.doi:10.1177/0049124192021002005 DOI: https://doi.org/10.1177/0049124192021002005
Byrne, D., Gouaux, C., Griffitt, W., Lamberth, J., Murakawa, N., Prasad, M., . . . Ramirez, M. (1971). The ubiquitous relationship: Attitude similarity and attraction: A cross-cultural study. Human Relations, 24(3), 201-207. doi:10.1177/001872677102400302 DOI: https://doi.org/10.1177/001872677102400302
Cogliser, C. C., & Schriesheim, C. A. (2000). Exploring work unit context and leader–member exchange: a multi-level perspective. Journal of Organizational Behavior, 21(5), 487-511.doi:https://doi.org/10.1002/1099-1379(200008)21:5<487::AID-JOB57>3.0.CO;2-P DOI: https://doi.org/10.1002/1099-1379(200008)21:5<487::AID-JOB57>3.0.CO;2-P
Cole, M. S., Bedeian, A. G., Hirschfeld, R. R., & Vogel, B. (2011). Dispersion-Composition Models in Multilevel Research. Organizational Research Methods, 14(4), 718-734.doi:10.1177/1094428110389078 DOI: https://doi.org/10.1177/1094428110389078
Coyle-Shapiro, J. A. M., Diehl, M.-R., & Chang, C. (2016). The Employee–Organization Relationship and Organizational Citizenship Behavior. In Philip M. Podsakoff, Scott B. Mackenzie, & N. P. Podsakoff (Eds.), The Oxford Handbook of Organizational Citizenship Behavior. Oxford, UK.: Oxford University Press. DOI: https://doi.org/10.1093/oxfordhb/9780190219000.013.27
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13(1), 46-78.doi:10.1016/0030-5073(75)90005-7 DOI: https://doi.org/10.1016/0030-5073(75)90005-7
Day, D. V., & Miscenko, D. (2016). Leader-member exchange (LMX): Construct evolution, contributions, and future prospects for advancing leadership theory. In The Oxford handbook of leader-member exchange. (pp. 9-28). New York, NY, US: Oxford University Press.
Dienesch, R. M., & Liden, R. C. (1986). Leader-Member Exchange Model of Leadership: A Critique and Further Development. Academy of Management Review, 11(3), 618-634.doi:10.5465/amr.1986.4306242 DOI: https://doi.org/10.5465/amr.1986.4306242
Dose, J. J. (1999). The relationship between work values similarity and team–member and leader–member exchange relationships. Group Dynamics: Theory, Research, and Practice, 3(1), 20-32. doi:10.1037/1089-2699.3.1.20 DOI: https://doi.org/10.1037/1089-2699.3.1.20
Duchon, D., Green, S. G., & Taber, T. D. (1986). Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences. Journal of Applied Psychology, 71(1), 56-60. doi:10.1037/0021-9010.71.1.56 DOI: https://doi.org/10.1037/0021-9010.71.1.56
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange. Journal of Management, 38(6), 1715-1759. doi:10.1177/0149206311415280 DOI: https://doi.org/10.1177/0149206311415280
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507. doi:10.1037/0021-9010.71.3.500 DOI: https://doi.org/10.1037/0021-9010.71.3.500
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. (2010). Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment. Journal of Applied Psychology, 95(6), 1085-1103. doi:10.1037/a0020858 DOI: https://doi.org/10.1037/a0020858
Elizur, D. (1984). Facets of work values: A structural analysis of work outcomes. Journal of Applied Psychology, 69(3), 379-389.doi:10.1037/0021-9010.69.3.379 DOI: https://doi.org/10.1037/0021-9010.69.3.379
Epitropaki, O., & Martin, R. (2016). LMX and work attitudes: Is there anything left unsaid or unexamined? In The Oxford handbook of leader-member exchange. (pp. 139-156). New York, NY, US: Oxford University Press.
Erdogan, B., & Liden, R. C. (2002). Socialexchanges in the workplace: A review of recent developments and future research directions in leader-member exchange theory. In L. L. N. C. A. Schriesheim (Ed.), Leadership (pp. 65-114). Greenwich, CT: Information Age.
Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture. Academy of Management Journal, 49(2), 395-406. doi:10.5465/amj.2006.20786086 DOI: https://doi.org/10.5465/amj.2006.20786086
Ferreira, A. I., Martinez, L. F., Cooper, C., & Gui, D. M. (2015). LMX as a negative predictor of presenteeism climate. Journal of Organizational Effectiveness: People and Performance, 2(3), 282-302.doi:10.1108/joepp-02-2015-0005 DOI: https://doi.org/10.1108/JOEPP-02-2015-0005
Ferris, G. R. (1985). Role of leadership in the employee withdrawal process: A constructive replication. Journal of Applied Psychology, 70(4), 777-781. doi:10.1037/0021-9010.70.4.777 DOI: https://doi.org/10.1037/0021-9010.70.4.777
Finegan, J. E. (2000). The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, 73(2), 149-169. doi:10.1348/096317900166958 DOI: https://doi.org/10.1348/096317900166958
Fu, P. P., Tsui, A. S., Liu, J., & Li, L. (2010). Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values. Administrative Science Quarterly, 55(2), 222-254.doi:10.2189/asqu.2010.55.2.222 DOI: https://doi.org/10.2189/asqu.2010.55.2.222
Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues. Journal of Applied Psychology, 82(6), 827-844. doi:10.1037/0021-9010.82.6.827 DOI: https://doi.org/10.1037/0021-9010.82.6.827
Glick, W. H. (1985). Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research. Academy of Management Review, 10(3), 601-616. doi:10.5465/amr.1985.4279045 DOI: https://doi.org/10.5465/amr.1985.4279045
González-Romá, V. (2016). Leader-member exchange and organizational culture and climate. In T. N. Bauer, & Erdogan, B (Ed.), The Oxford handbook of leader-member exchange. (pp. 311-331). New York, NY: Oxford University Press.
Gooty, J., Serban, A., Thomas, J. S., Gavin, M. B., & Yammarino, F. J. (2012). Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange. The Leadership Quarterly, 23(6), 1080-1103.doi:https://doi.org/10.1016/j.leaqua.2012.10.002 DOI: https://doi.org/10.1016/j.leaqua.2012.10.002
Gooty, J., & Yammarino, F. J. (2011). Dyads in Organizational Research: Conceptual Issues and Multilevel Analyses. Organizational Research Methods, 14(3), 456-483. doi:10.1177/1094428109358271 DOI: https://doi.org/10.1177/1094428109358271
Gooty, J., & Yammarino, F. J. (2016). The Leader–Member Exchange Relationship. Journal of Management, 42(4), 915-935.doi:10.1177/0149206313503009 DOI: https://doi.org/10.1177/0149206313503009
Graen, G., & Schiemann, W. (1978). Leader–member agreement: A vertical dyad linkage approach. Journal of Applied Psychology, 63(2), 206-212. doi:10.1037/0021-9010.63.2.206 DOI: https://doi.org/10.1037/0021-9010.63.2.206
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175-208.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247. doi:10.1016/1048-9843(95)90036-5 DOI: https://doi.org/10.1016/1048-9843(95)90036-5
Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium. Journal of Management, 26(3), 463-488.doi:10.1177/014920630002600305 DOI: https://doi.org/10.1177/014920630002600305
Harris, S. G. (1994). Organizational Culture and Individual Sensemaking: A Schema-Based Perspective. Organization Science, 5(3), 309-321. doi:10.1287/orsc.5.3.309 DOI: https://doi.org/10.1287/orsc.5.3.309
Harris, T. B., Li, N., & Kirkman, B. L. (2014). Leader–member exchange (LMX) in context: HowLMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention. The Leadership Quarterly, 25(2), 314-328.doi:10.1016/j.leaqua.2013.09.001 DOI: https://doi.org/10.1016/j.leaqua.2013.09.001
Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach (2nd ed.). New York, NY, US: Guilford Press.
Henderson, D. J., Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2008). Leader--member exchange, differentiation, and psychological contract fulfillment: A multilevel examination. Journal of Applied Psychology, 93(6), 1208-1219. doi:10.1037/a0012678 DOI: https://doi.org/10.1037/a0012678
Hooper, D. T., & Martin, R. (2008). Beyond personal Leader–Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions. The Leadership Quarterly, 19(1), 20-30.doi:https://doi.org/10.1016/j.leaqua.2007.12.002 DOI: https://doi.org/10.1016/j.leaqua.2007.12.002
Hox, J. J., Moerbeek, M., & Van De Schoot, R. (2017). Multilevel Analysis.doi:10.4324/9781315650982 DOI: https://doi.org/10.4324/9781315650982
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98. doi:10.1037/0021-9010.69.1.85 DOI: https://doi.org/10.1037/0021-9010.69.1.85
Jin, J., & Rounds, J. (2012). Stability and change in work values: A meta-analysis of longitudinal studies. Journal of Vocational Behavior, 80(2), 326-339.doi:10.1016/j.jvb.2011.10.007 DOI: https://doi.org/10.1016/j.jvb.2011.10.007
Johns, G. (1981). Difference score measures of organizational behavior variables: A critique. Organizational Behavior and Human Performance, 27(3), 443-463.doi:https://doi.org/10.1016/0030-5073(81)90033-7 DOI: https://doi.org/10.1016/0030-5073(81)90033-7
Judge, T. A., & Bretz, R. D. (1992). Effects of work values on job choice decisions. Journal of Applied Psychology, 77(3), 261-271.doi:10.1037/0021-9010.77.3.261 DOI: https://doi.org/10.1037/0021-9010.77.3.261
Kemelgor, B. H. (1982). Job satisfaction as mediated by the value congruity of supervisors and their subordinates. Journal of Organizational Behavior, 3(2), 147-160.doi:10.1002/job.4030030202 DOI: https://doi.org/10.1002/job.4030030202
Kozlowski, S. W., & Doherty, M. L. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74(4), 546-553.doi:10.1037/0021-9010.74.4.546 DOI: https://doi.org/10.1037/0021-9010.74.4.546
Kraimer, M. L., Seibert, S. E., & Astrove, S. L. (2016). Consequences of high LMX: Career mobility and success. In The Oxford handbook of leader-member exchange. (pp. 241-259). New York, NY, US: Oxford University Press.
Kuron, L. K. J., Lyons, S. T., Schweitzer, L., & Ng, E. S. W. (2015). Millennials’ work values: differences across the school to work transition. Personnel Review, 44(6), 991-1009. doi:10.1108/pr-01-2014-0024 DOI: https://doi.org/10.1108/PR-01-2014-0024
Lee, J. A. (2014). Effects of Spiritual Leadership Behavior on Engagement and Turnover Intension through Follower's Workplace Spirituality. (Master's degree dissertation). Sungkyunkwan University, Seoul. Retrieved from http://www.riss.kr/link?id=T13407415
Lee, R., & Wilbur, E. R. (1985). Age, Education, Job Tenure, Salary, Job Characteristics, and Job Satisfaction: A Multivariate Analysis. Human Relations, 38(8), 781-791.doi:10.1177/001872678503800806 DOI: https://doi.org/10.1177/001872678503800806
Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: implicationsfor individual and group performance. Journal of Organizational Behavior, 27(6), 723-746. doi:10.1002/job.409 DOI: https://doi.org/10.1002/job.409
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. In Research in personnel and human resources management, Vol. 15.(pp. 47-119). US: Elsevier Science/JAI Press.
Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. J Appl Psychol, 85(3), 407-416.doi:10.1037/0021-9010.85.3.407 DOI: https://doi.org/10.1037/0021-9010.85.3.407
Liden, R. C., Wayne, S. J., & Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78(4), 662-674. doi:10.1037/0021-9010.78.4.662 DOI: https://doi.org/10.1037/0021-9010.78.4.662
Lyons, S. T. (2004). An exploration of generational values in life and at work. (Doctoral dissertation). Carleton University, Ottawa, Canada. Retrieved fromhttps://doi.org/10.22215/etd/2004-05791 DOI: https://doi.org/10.22215/etd/2004-05791
Lyons, S. T., Duxbury, L. E., & Higgins, C. A. (2006). A Comparison of the Values and Commitment of Private Sector, Public Sector, and Parapublic Sector Employees. Public Administration Review, 66(4), 605-618. doi:10.1111/j.1540-6210.2006.00620.x DOI: https://doi.org/10.1111/j.1540-6210.2006.00620.x
Lyons, S. T., Higgins, C. A., & Duxbury, L. (2010). Work values: Development of a new three-dimensional structure based on confirmatory smallest space analysis. Journal of Organizational Behavior, n/a-n/a.doi:10.1002/job.658 DOI: https://doi.org/10.1002/job.658
Markham, S. E., Yammarino, F. J., Murry, W. D., & Palanski, M. E. (2010). Leader–member exchange, shared values, and performance: Agreement and levels of analysis do matter. The Leadership Quarterly, 21(3), 469-480.doi:https://doi.org/10.1016/j.leaqua.2010.03.010 DOI: https://doi.org/10.1016/j.leaqua.2010.03.010
Marstand, A. F., Martin, R., & Epitropaki, O. (2017). Complementary person-supervisor fit: An investigation of supplies-values (S-V) fit, leader-member exchange (LMX) and work outcomes. The Leadership Quarterly, 28(3), 418-437. doi:10.1016/j.leaqua.2016.10.008 DOI: https://doi.org/10.1016/j.leaqua.2016.10.008
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review. Personnel Psychology, 69(1), 67-121. doi:10.1111/peps.12100 DOI: https://doi.org/10.1111/peps.12100
Meglino, B. M., Ravlin, E. C., & Adkins, C. L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74(3), 424-432. doi:10.1037/0021-9010.74.3.424 DOI: https://doi.org/10.1037/0021-9010.74.3.424
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.doi:10.1016/1053-4822(91)90011-z DOI: https://doi.org/10.1016/1053-4822(91)90011-Z
Mumtaz, S., & Rowley, C. (2019). The relationship between leader–member exchange and employee outcomes: review of past themes and future potential. Management Review Quarterly, 70(1), 165-189.doi:10.1007/s11301-019-00163-8 DOI: https://doi.org/10.1007/s11301-019-00163-8
Nahrgang, J. D., & Seo, J. (2016). How and Why High Leader-Member Exchange (LMX) Relationships Develop: Examining the Antecedents of LMX. In T. N. Bauer, & Erdogan, B (Ed.), The Oxford Handbook of Leader-member Exchange (pp. 87–118). New York, NY: Oxford University Press.
Naidoo, L. J., Scherbaum, C. A., Goldstein, H. W., & Graen, G. B. (2010). A Longitudinal Examination of the Effects of LMX, Ability, and Differentiation on Team Performance. Journal of Business and Psychology, 26(3), 347-357. doi:10.1007/s10869-010-9193-2 DOI: https://doi.org/10.1007/s10869-010-9193-2
O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT. Academy of Management Journal, 34(3), 487-516.doi:10.5465/256404 DOI: https://doi.org/10.5465/256404
Park, S. R. (2017). Influence of Euity Sensitivity on Organizational Citizenship Behaviors and Knowledge Sharing. (Doctoral dissertation). Sungkyunkwan University, Seoul. Retrieved from http://www.riss.kr/link?id=T14457339
Parry, E., & Urwin, P. (2011). Generational Differences in Work Values: A Review of Theory and Evidence. International Journal of Management Reviews, 13(1), 79-96.doi:10.1111/j.1468-2370.2010.00285.x DOI: https://doi.org/10.1111/j.1468-2370.2010.00285.x
Phillips, A. S., & Bedeian, A. G. (1994). Leader-Follower Exchange Quality: The Role of Personal and Interpersonal Attributes. Academy of Management Journal, 37(4), 990- 1001. doi:10.5465/256608 DOI: https://doi.org/10.5465/256608
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603-609.doi:10.1037/h0037335 DOI: https://doi.org/10.1037/h0037335
Roh, S. C. (2013). The Impact of Workplace Spirituality on Organizational Effectiveness. Sungkyunkwan University, Seoul. Retrieved from http://www.riss.kr/link?id=T13102351 (Doctoral dissertation))
Ros, M., Schwartz, S. H., & Surkiss, S. (1999). Basic Individual Values, Work Values, and the Meaning of Work. Applied Psychology, 48(1), 49-71. doi:10.1080/026999499377664 DOI: https://doi.org/10.1111/j.1464-0597.1999.tb00048.x
Ryan, R. M., & Deci, E. L. (2000). Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemp Educ Psychol, 25(1), 54-67. doi:10.1006/ceps.1999.1020 DOI: https://doi.org/10.1006/ceps.1999.1020
Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428-436.doi:10.1037/0021-9010.69.3.428 DOI: https://doi.org/10.1037/0021-9010.69.3.428
Schein, E. H. (1985). Organizational culture and leadership: a dynamic view (Vol. 1st ed.). San Franciso: Jossey-Bass Publishers.
Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119.doi:10.1037/0003-066X.45.2.109 DOI: https://doi.org/10.1037/0003-066X.45.2.109
Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10(1), 63-113.doi:10.1016/s1048-9843(99)80009-5 DOI: https://doi.org/10.1016/S1048-9843(99)80009-5
Schriesheim, C. A., Castro, S. L., Zhou, X., & Yammarino, F. J. (2001). The folly of theorizing “A” but testing “B”. The Leadership Quarterly, 12(4), 515-551.doi:10.1016/s1048-9843(01)00095-9 DOI: https://doi.org/10.1016/S1048-9843(01)00095-9
Schyns, B. (2006). Are Group Consensus in Leader-Member Exchange (LMX) and Shared Work Values Related to Organizational Outcomes? Small Group Research, 37(1), 20-35. doi:10.1177/1046496405281770 DOI: https://doi.org/10.1177/1046496405281770
Schyns, B., Kroon, B., & Moors, G. (2008). Follower characteristics and the perception of leader‐-member exchange. Journal of Managerial Psychology, 23(7), 772-788.doi:10.1108/02683940810896330 DOI: https://doi.org/10.1108/02683940810896330
Sheridan, J. E. (1992). Organizational Culture and Employee Retention. The Academy of Management Journal, 35(Dec., 1992), 1036-1056. Retrieved fromhttps://www.jstor.org/stable/256539 DOI: https://doi.org/10.5465/256539
Sherman, K. E., Kennedy, D. M., Woodard, M. S., & McComb, S. A. (2012). Examining the “Exchange” in Leader–Member Exchange. Journal of Leadership & Organizational Studies, 19(4), 407-423.doi:10.1177/1548051812442963 DOI: https://doi.org/10.1177/1548051812442963
Sin, H.-P., Nahrgang, J. D., & Morgeson, F. P. (2009). Understanding why they don’t see eye to eye: An examination of leader–member exchange (LMX) agreement. Journal of Applied Psychology, 94(4), 1048-1057. doi:10.1037/a0014827 DOI: https://doi.org/10.1037/a0014827
Sparrowe, R. T., & Liden, R. C. (1997). Process and Structure in Leader-Member Exchange. Academy of Management Review, 22(2), 522-552. doi:10.5465/amr.1997.9707154068 DOI: https://doi.org/10.5465/amr.1997.9707154068
Steiner, D. D. (1988). Value Perceptions in Leader-Member Exchange. The Journal of Social Psychology, 128(5), 611-618.doi:10.1080/00224545.1988.9922915 DOI: https://doi.org/10.1080/00224545.1988.9922915
Steiner, D. D., & Dobbins, G. H. (1987). The Role of Work Values in Leader-Member Exchange. Paper presented at the The Annual Conference of the Society for Industrial & Organizational Psychology (2nd), Atlanta, GA. Reports - Research; Speeches/Meeting Papers retrieved fromhttps://eric.ed.gov/?id=ED283071
Stringer, L. (2006). The Link Between the Quality of the Supervisor–Employee Relationship and the Level of the Employee's Job Satisfaction. Public Organization Review, 6(2), 125-142. doi:10.1007/s11115-006-0005-0 DOI: https://doi.org/10.1007/s11115-006-0005-0
Tett, R. P., & Meyer, J. P. (1993). JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META-ANALYTIC FINDINGS. Personnel Psychology, 46(2), 259-293.doi:10.1111/j.1744-6570.1993.tb00874.x DOI: https://doi.org/10.1111/j.1744-6570.1993.tb00874.x
Tisak, J., & Smith, C. S. (1994). Defending and Extending Difference Score Methods. Journal of Management, 20(3), 675. DOI: https://doi.org/10.1177/014920639402000310
Twenge, J. M., Campbell, S. M., Hoffman, B. J., & Lance, C. E. (2010). Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing. Journal of Management, 36(5), 1117-1142.doi:10.1177/0149206309352246 DOI: https://doi.org/10.1177/0149206309352246
Van Breukelen, W., Konst, D., & Van Der Vlist, R. (2002). Effects of LMX and Differential Treatment on Work Unit Commitment. Psychological Reports, 91(1), 220-230.doi:10.2466/pr0.2002.91.1.220 DOI: https://doi.org/10.2466/pr0.2002.91.1.220
Wasti, S. A. (2003). Organizational commitment, turnover intentions and the influence of cultural values. Journal of Occupational and Organizational Psychology, 76(3), 303-321.doi:https://doi.org/10.1348/096317903769647193 DOI: https://doi.org/10.1348/096317903769647193
Wayne, S. J., Coyle-Shapiro, J. A. M., Eisenberger, R., Liden, R. C., Rousseau, D. M., & Shore, L. M. (2009). Social influences. In H. J. Klein, T. E. Becker, & J. P. Meyer (Eds.), Commitment in Organizations: accumulated wisdom and new directions (pp. 253-284): Routledge/Psychology Press.